Persnality Prince Dudhatra 9724949948

Robbins & Judge
Organizational Behavior
13th Edition
Personality
Personality and
and Values
Values
Bob Stretch
Southwestern College
pRiNcE Dudhatra-9724949948 4-1

Robbins & Judge
Organizational Behavior
13th Edition
Bob Stretch
Southwestern College
.

What
What isis Personality?
Personality?
The dynamic organization within the individual of those
psychophysical systems that determine his unique
adjustments to his environment. - Gordon Allport.
– The sum total of ways in which an individual reacts and
interacts with others, the measurable traits a person exhibits
Measuring Personality
– Helpful in hiring decisions
– Most common method: self-reporting surveys
– Observer-ratings surveys provide an independent
assessment of personality, TAT, MAPS – often better
predictors

Sample
SamplePicture
PictureCard
Cardfrom
fromThematic
ThematicApperception
ApperceptionTest
Test

Rorschach
Rorschach Inkblot
Inkblot Test
Test

Personality
Personality Determinants
Determinants
 Whether Heredity or Environment????
– Heredity : Factors determined at conception: physical
stature, facial attractiveness, gender, temperament, energy
level (biological+ psychological makeup of parents)
– This “Heredity Approach” argues that genes are the source
of personality (height, complexion, hair color)
– E.g. Twin studies: raised apart but very similar personalities
– Parents don’t add much to personality development
– There is some personality change over long time periods

Personality
Personality Traits
Traits
Enduring characteristics that describe an individual’s
behavior
– The more consistent the characteristic and the more
frequently it occurs in diverse situations, the more important
the trait.
Two dominant frameworks used to describe

personality:
– Myers-Briggs Type Indicator (MBTI®)
– Big Five Model

The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator
 Most widely used instrument in the world.
 Participants are classified on four axes to determine one of
16 possible personality types, such as ENTJ.
Sociable and Quiet and

Assertive Shy
Practical and Unconscious

Orderly Processes
Use Reason Uses Values

and Logic & Emotions
Want Order Flexible and

& Structure Spontaneous

The
The Types
Types and
and Their
Their Uses
Uses
 Each of the sixteen possible combinations has a name, for
instance:
– Visionaries (INTJ) – original, stubborn, and driven.
– Organizers (ESTJ) – realistic, logical, analytical, and
businesslike.
– Conceptualizer (ENTP) – entrepreneurial, innovative,
individualistic, and resourceful.
e.g. Creators of Apple, Honda Motors, Microsoft are NTs (5%)
 Research results on validity mixed.

– MBTI® is a good tool for self-awareness and counseling.
– Should not be used as a selection test for job candidates (no in-
between)
The
TheBig
BigFive
FiveModel
Modelof
ofPersonality
PersonalityDimensions
Dimensions

Extrovertness
Extrovertness

Conscientiousness
Conscientiousness

How
How Do
Do the
the Big
Big Five
Five Traits
Traits Predict
Predict Behavior?
Behavior?
– Highly conscientious people develop more job knowledge,

exert greater effort, and have better performance.
– Other Big Five Traits also have implications for work.
• Emotional stability is related to job satisfaction.

• Extroverts tend to be happier in their jobs and have good
social skills; absenteeism, open about relationships, drinking
• Open people are more creative and can be good leaders.
• Agreeable people are good in social settings.
• People who score higher on emotional stability are happier
See E X H I B I T 4–2

Other
Other Personality
Personality Traits
Traits Relevant
Relevant to
to OB
OB
 Core Self-Evaluation
– The degree to which people like or dislike themselves
– Positive self-evaluation leads to higher job performance
– E.g. insurance; 90% of sales call get rejected,

successful salespersons have positive core self
evaluation ( more capable)

Contd……….
Contd……….
 Machiavellianism
 Amit is a young bank manager in MP. He’s had three
promotions in the past 4 years. Amit makes no apologies for the
aggressive and manipulative tactics he’s used to propel his
career upward.
“ I am prepared to do whatever I have to do to get to top
level”
He is a MACHIAVELLIAN
– A pragmatic, emotionally maintains distance, power-player who
believes that ends justify the means i.e. if it works, then use it
– High Machs are manipulative, win more often, and persuade more
than they are persuaded. Flourish when:
• Have direct interaction
• Work with minimal rules and regulations
• Emotional involvement distract
Contd……
Contd……
 Narcissism
Hans likes to be the centre of attention, likes to look himself in
the mirror a lot, has extravagant dreams and seems to consider
himself a person of many talents
“ Hans is a narcissist”

Barack
Barack Obama
Obama

Contd….
Contd….
 Originated from Greek myth of Narcissus, the story of a man
so proud of him that he fell in love with his own image
 Grandiose sense of self –importance
 person who needs excessive admiration, self obsessed, arrogant
 Less effective in their jobs
 Think they are better leaders but according to their known ones
they are worst leaders

Contd……
Contd……
 Self-Monitoring
– The ability to adjust behavior to meet external, situational factors.
– High monitors are more adaptable, receive more promotions,
better performance ratings

Contd…
Contd…
 Risk Taking
– The willingness to take chances.
– May be best to align propensities with job requirements.
– Risk takers make faster decisions with less information
– Real estate developer “Donald Trump”; Trump

international hotel in Chicago, co-producing and starring in
“ The apprentice”, clothing and furniture and authoring
best- selling books

Contd……..
Contd……..
 Type A Personality
– Aggressively involved in a chronic, incessant struggle to
achieve more in less time
• Impatient: always moving, walking, and eating rapidly
• Strive to think or do two or more things at once
• Cannot cope with leisure time
• Obsessed with achievement numbers

Contd………….
Contd………….

 Proactive Personality
– Identifies opportunities, shows initiative, takes action, and

improves the current circumstances
– Seen as change initiators and leaders
– Creates positive change in the environment
– Dhirubhai Ambani; Reliance empire

Values
Values
 Is Capital punishment right or wrong?
 Love marriage or arrange marriage?
 Violence or Non violence?
 Modeling as a profession?
Cheating in examination?

Contd….
Contd….
Basic convictions on how to conduct yourself or how to
live your life that is personally or socially preferable –
“How To” live life properly.
Attributes of Values:
–Content Attribute – that the mode of conduct or end-state is

important (good, bad or desirable)
–Intensity Attribute – just how important that content is.
Value System ( flexible or fluid)

–A person’s values rank ordered by intensity (freedom,
pleasure, self respect, honesty, obedience, equality)
–Tends to be relatively constant and consistent ( parents,
teachers, friends and others)
Classifying
Classifying Values
Values –– Rokeach
Rokeach Value
Value Survey
Survey
 Terminal Values
– Desirable end-states of existence; the goals that a person
would like to achieve during his or her lifetime
 Instrumental Values
– Preferable modes of behavior or means of achieving one’s
terminal values
 People in same occupations or categories tend to hold

similar values
– But values vary between groups
– Value differences make it difficult for groups to negotiate
and may create conflict

Values
Valuesin
inthe
theRokeach
RokeachSurvey
Survey

Value
Value Differences
Differences Between
Between Groups
Groups
E X H I B I T 4–4
E X H I B I T 4–4

Generational
Generational Values
Values
Entered Approximate
Cohort Dominant Work Values
Workforce Current Age
Veterans 1950-1964 65+ Hard working, conservative,
conforming; loyalty to the
organization
Boomers 1965-1985 40-60s Success, achievement, ambition,

dislike of authority; loyalty to
career
Xers 1985-2000 20-40s Work/life balance, team-

oriented, dislike of rules; loyalty
to relationships
Nexters 2000-Present Under 30 Confident, financial success,

self-reliant but team-oriented;
loyalty to both self and
relationships
Linking
LinkingPersonality
Personalityand
andValues
Valuesto
tothe
theWorkplace
Workplace
Managers are less interested in someone’s ability to do a
specific job than in that person’s flexibility.
Person-Job Fit:
– John Holland’s Personality-Job Fit Theory
• Six personality types
• Vocational Preference Inventory (VPI)
– Key Points of the Model:
• There appear to be intrinsic differences in personality between
people
• There are different types of jobs
• People in jobs congruent with their personality should be more
satisfied and have lower turnover

Holland’s
Holland’sPersonality
PersonalityTypology
Typology&&Occupations
Occupations
E X H I B I T 4–7
E X H I B I T 4–7

Relationships
Relationships Among
Among Personality
Personality Types
Types
The closer the

occupational The further
fields, the more apart the fields,
compatible. the more
dissimilar.
Need to match personality

type with occupation.
Source: Reprinted by special permission of the publisher, Psychological
Assessment Resources, Inc., from Making Vocational Choices, copyright 1973,
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.
E X H I B I T 4–8
E X H I B I T 4–8

Still
Still Linking
Linking Personality
Personality to
to the
the Workplace
Workplace
In addition to matching the individual’s personality to the
job, managers are also concerned with:
Person-Organization Fit:
– The employee’s personality must fit with the organizational
culture.
– People are attracted to organizations that match their values.
– Those who match are most likely to be selected.
– Mismatches will result in turnover.
– Can use the Big Five personality types to match to the
organizational culture.

Global
Global Implications
Implications
 Personality
– Do frameworks like Big Five transfer across cultures?
• Yes, but the frequency of type in the culture may vary.
• Better in individualistic than collectivist cultures.
 Values
– Values differ across cultures.
– Hofstede’s Framework for assessing culture – five value
dimensions:
• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long-term vs. Short-term Orientation
Hofstede’s
Hofstede’s Framework:
Framework: Power
Power Distance
Distance
The extent to which a society accepts that power in
institutions and organizations is distributed unequally.
•Low distance
•Relatively equal power
between those with
status/wealth and those
without status/wealth
•High distance
•Extremely unequal power
distribution between those
with status/wealth and those
without status/wealth

Hofstede’s
Framework: Individualism
Individualism
 Individualism
– The degree to which people prefer to act as individuals
rather than a member of groups
 Collectivism
– A tight social framework in which people expect others in
groups of which they are a part to look after them and
protect them
Versus

Hofstede’s
Framework: Masculinity
Masculinity
 Masculinity
– The extent to which the society values work roles of
achievement, power, and control, and where assertiveness
and materialism are also valued
 Femininity
– The extent to which there is little differentiation between
roles for men and women
Versus

Hofstede’s
Hofstede’sFramework:
Framework:Uncertainty
UncertaintyAvoidance
Avoidance
The extent to which a society feels threatened by uncertain
and ambiguous situations and tries to avoid them
High Uncertainty Avoidance:

Society does not like ambiguous
situations and tries to avoid them.
Low Uncertainty Avoidance:
Society does not mind ambiguous
situations and embraces them.

Hofstede’s
Framework: Time
Time Orientation
Orientation
 Long-term Orientation
– A national culture attribute that emphasizes the future, thrift,
and persistence
 Short-term Orientation
– A national culture attribute that emphasizes the present and
the here and now

Hofstede’s
Framework: An
An Assessment
Assessment
 There are regional differences within countries

 The original data is old and based on only one company
 Hofstede had to make many judgment calls while doing
the research
 Some results don’t match what is believed to be true
about given countries
 Despite these problems it remains a very popular
framework

GLOBE
GLOBE Framework
Framework for
for Assessing
Assessing Cultures
Cultures
 Global Leadership and Organizational Behavior

Effectiveness (GLOBE) research program.
– Nine dimensions of national culture
 Similar to Hofstede’s framework with these additional

dimensions:
– Humane Orientation: how much society rewards people for
being altruistic, generous, and kind.
– Performance Orientation: how much society encourages and
rewards performance improvement and excellence.

Summary
Summary and
and Managerial
Managerial Implications
Implications
 Personality
– Screen for the Big Five trait of conscientiousness
– Take into account the situational factors as well
– MBTI® can help with training and development
 Values
– Often explain attitudes, behaviors, and perceptions
– Higher performance and satisfaction achieved when the
individual’s values match those of the organization.

Persnality Prince Dudhatra 9724949948

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Robbins & Judge

pRiNcE Dudhatra-9724949948 4-1

pRiNcE Dudhatra-9724949948 4-2

pRiNcE Dudhatra-9724949948 4-3

pRiNcE Dudhatra-9724949948 4-5

pRiNcE Dudhatra-9724949948 4-7

pRiNcE Dudhatra-9724949948 4-8

Two dominant frameworks used to describe

pRiNcE Dudhatra-9724949948 4-9

Sociable and Quiet and

Practical and Unconscious

Use Reason Uses Values

Want Order Flexible and

pRiNcE Dudhatra-9724949948 4-10

e.g. Creators of Apple, Honda Motors, Microsoft are NTs (5%)

 Research results on validity mixed.

pRiNcE Dudhatra-9724949948 4-13

pRiNcE Dudhatra-9724949948 4-14

pRiNcE Dudhatra-9724949948 4-15

– Highly conscientious people develop more job knowledge,

– Other Big Five Traits also have implications for work.

• Emotional stability is related to job satisfaction.

pRiNcE Dudhatra-9724949948 4-16

– The degree to which people like or dislike themselves

– Positive self-evaluation leads to higher job performance

– E.g. insurance; 90% of sales call get rejected,

pRiNcE Dudhatra-9724949948 4-17

pRiNcE Dudhatra-9724949948 4-19

pRiNcE Dudhatra-9724949948 4-20

 Grandiose sense of self –importance

 person who needs excessive admiration, self obsessed, arrogant

 Less effective in their jobs

pRiNcE Dudhatra-9724949948 4-21

pRiNcE Dudhatra-9724949948 4-22

– The willingness to take chances.

– May be best to align propensities with job requirements.

– Risk takers make faster decisions with less information

– Real estate developer “Donald Trump”; Trump

pRiNcE Dudhatra-9724949948 4-23

pRiNcE Dudhatra-9724949948 4-25

pRiNcE Dudhatra-9724949948 4-26

– Identifies opportunities, shows initiative, takes action, and

– Seen as change initiators and leaders

– Creates positive change in the environment

– Dhirubhai Ambani; Reliance empire

pRiNcE Dudhatra-9724949948 4-27

 Is Capital punishment right or wrong?

 Love marriage or arrange marriage?

 Violence or Non violence?

pRiNcE Dudhatra-9724949948 4-28

–Content Attribute – that the mode of conduct or end-state is

Value System ( flexible or fluid)

 People in same occupations or categories tend to hold

pRiNcE Dudhatra-9724949948 4-30

pRiNcE Dudhatra-9724949948 4-31

pRiNcE Dudhatra-9724949948 4-32

Boomers 1965-1985 40-60s Success, achievement, ambition,

Xers 1985-2000 20-40s Work/life balance, team-

Nexters 2000-Present Under 30 Confident, financial success,

pRiNcE Dudhatra-9724949948 4-34

pRiNcE Dudhatra-9724949948 4-35

The closer the

Need to match personality